Business Process Management: Global Trends to 2013 (Strategic Focus)

Business process management has been a feature of the technology market for the last three decades. Today, BPM is more relevant than ever. The global business environment is increasingly dynamic, pushing organizations to evaluate technologies that can help them respond to business challenges. By adopting BPM, enterprises can boost their ability to derive a palpable competitive advantage.

Report Highlights
Increasingly globalized and regulated markets are demanding unprecedented level of business process agility, control and transparency. As enterprise application platforms have failed to cater for the needs of highly-differentiated business processes, BPM is emerging as a possible solution.

BPM is still deployed primarily among the very large enterprises in several key sectors as the deployment and management of BPM systems remains an insurmountable barrier for many. However, vendors are experimenting with the innovative BPM deployment and licensing models in order to facilitate the adoption of BPM.

Being both a concept and a technology that caters for a broad variety of user scenarios, BPM cannot be taken to the market with a simplistic one-size-fits-all strategy. Datamonitor emphasises the importance of a carefully calibrated go-to-market approach and customer engagement model.
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Table 1: Which of the following technologies do you currently have or use, and which would you prioritize for investment in the next six months? Two years? BPM/workflow 11
Table 2: Which of the following technologies would you prioritize for investment in the next six months? Two years? BPM/workflow by enterprise size 12
Table 3: Which of the following technologies do you currently have or use, and which would you prioritize for investment in the next six months? two years? BPM/workflow and SOA 17
Table 4: Principal process modeling, execution and exchange standards 21
Figure 1: IT alignment has been consistently rated as the top priority IT spending objective 8
Figure 2: Middleware technologies achieve the lowest rate of adoption 10
Figure 3: BPM will continue to be more widely adopted among enterprises with more than 5,000 employees 11
Figure 4: The bulk of investments are made by enterprises that have already deployed BPM 12
Figure 5: The BPMS software license market is set to expand, growing by a CAGR of 14.5% by 2013 13
Figure 6: Telecommunications and financial services will remain the principal foci of spending 14
Figure 7: SOA service granularity can be resolved with a BPM composition layer 16
Figure 8: Formal business process modeling can provide roadmap for SOA roll-out 18
Figure 9: The BPM layer sits between infrastructure integration and presentation tiers 19
Figure 10: BPMS stack reference architecture 20
Figure 11: Current schema of the standard interactions in process modeling and execution 23
Figure 12: IT decision makers are increasingly aware of the need to align IT with the business 30
Figure 13: BPMS is most suitable for highly dynamic / highly differentiated processes 32
Figure 14: Vendors have entered BPM market from a variety of directions (n.b. legacy brands included) 33
Figure 15: BPM competitive landscape vendor segmentation 34
Figure 16: CIOs and CEOs remain the most influential, but both CFOs and COOs have some influence 39
Figure 17: Suggested C-suite engagement model 40
Figure 18: Aligning IT with business goals is a growing concern for CIOs 41
Figure 19: The larger the enterprise, the higher the priority IT/business alignment becomes 42
Figure 20: Channel partners' spheres of influence overlap, but each market segment has a clear preference 43
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